Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
nt. The interaction between Marketing Director and Mr. Ravi Saxena was minimum a
nd often ended in confrontations. Mr. Ravi Saxena had in the past six months tri
ed unsuccessfully to change some policies and systems related to payments and tr
aining dealers and sales representatives. Every time he proposed any such chang
e, it was rejected by Chandra on the plea that the systems had worked well in th
e past and hence no change is required. On the other hand Mr. Ravi Saxena felt t
hat he cannot be held responsible for results, when he has no power or authority
to improve the system. As a result of such a conflict Mr. Ravi Saxena began
to withdraw from making plans, meetings were conducted with customary interactio
n amongst two seniors and thus created an environment of confusion and uncertain
ty for managers and representatives. M r. Ravi Saxena gradually became more defe
nsive as the initial work done on market information system also suffered. In sp
ite of lack of support from Mr. Chandra, Mr. Ravi Saxena made significant improv
ements in the area of training for sales staff and product development. The prod
uct launches, promotion and literature improved considerably in quality and the
regular training improved the motivation of sales staff all around the five regi
ons. The regional managers and sales people, very subtly began to appreciate his
efforts and he enjoyed a good rapport with his people.
Mr. Chandra Mohan, however, was convinced that delays in decisions and inadequat
e control of sales force were becoming major issues and blamed Mr. Ravi Saxena f
or this, but he decided not to communicate with Mr. Chandra. As the time passed,
their relations worsened.
A regional manager created some troubles in the meantime. Mr. Ravi Saxena insist
ed that some action against the manager will put forth the company s stand but Cha
ndra didn t care. As a result everything went out of control, the coordination col
lapsed and fake medicines were recovered from a stockist in a police raid. Later
, an enquiry revealed that the regional manager in connivance with a rival compa
ny had done some activities which led to the fake medicines racket.
The company suffered a loss of name and its credibility in the market. The Manag
ing Director, Subhash Jain was anguished and ordered sacking of the regional man
ager and also demanded explanation on how things went this far.
Q1: What are the major issues in this case?
Q2: What reasons led to a conflict between Mr. Ravi Saxena and the Marketing Dir
ector Mr. Chandra Mohan? Did these conflicts arise due to unclear policies of th
e company?
Q3: How can the conflict in these two positions be minimized? Give your recommen
dations.
Assignment C
Question: 1
.. is not a part of order winners?
A: price
B: quality
C: delivery lead time
..
A: marketing decision
B: channel member
C: customer choices
D: employee in the channel
Question: 4
A proprietary items is manufactured / supplied by
..
D: Recruitment agency
Question: 12
Which is not a part of delivery scheme?
A: direct shipment
B: pool point shipping
C: cross docking
D: fabricating
Question: 13
Distribution channel is not required for
A: Plant and machinery
B: Spare parts
C: Consumables
D: Strategy announcement
Question: 14
Distributor is the destination point in a supply chain
A: Correct
B: Partially correct
C: Correct to a great extent
D: Incorrect
Question: 15
EDI stands for:
A: Intensive distribution information
B: Electronic Distribution Interchange
C: Electronic Data Interchange
D: Electric Data Interchange
Question: 16
Integration of processes through the supply chain to share valuable information
does not include ..
A: demand signals
B: product development cost
C: inventory
D: potential collaboration
Question: 17
Five phases of benchmarking methodology may be scheduled as
A: Planning-analysis-integration-action-maturity
B: Planning-integration analysis-action-maturity
C: Planning-integration-action-analysis-maturity
D: Planning-analysis-action-integration-maturity
Question: 18
For economic transportation of materials use
A: rail services
B: truck service
C: air transport
D: inter-modal transportation method
Question: 19
What is the limitation of e-purchasing?
A: Lower transaction cost
B: leveraging of prices
C: quality check of the item not possible before delivery.
D: Facilitates supplier selection.
Question: 20
In pull strategy, the flow of demand is ..
A: Customer to channel members
B: Producer to customer
C: Retailer to customers
D: Wholesaler to customer
Question: 21
In push strategy, flow of promotion is not linked to
A: Personal selling to channel members
B: Advertising directing to customers
C: Direct marketing to consumers
..
A: machinery
B: tools
C: inventory
D: inspection
Question: 25
Large quantity orders are placed for
A: Standard items
B: Non-standard items
C: Items where technology changes very fast
D: High value items
Question: 26
Logistics Management is not concerned with
A: Making drawings
B: transportation of materials from supplier to firm
..
..
A: manpower employed
B: type of machine in the plant
C: production plans
D: types of material
Question: 30
Negotiations are important in purchasing a costly equipment
A: Correct
B: Partially correct
C: Correct to a great extent
D: Incorrect
Question: 31
Negotiations between buyer and supplier does not include the
A: Technical specifications
B: brand name of various bought out items
A: Standard items
B: Non-standard items
C: Items of perishable nature
D: Items involving security risks
Question: 35
Products that sell for a very small period of time but generate huge sales volum
e within a short period are called:
A: Seasonal merchandise
B: Fashion merchandise
C: Fad merchandise
D: Staple merchandise
Question: 36
Purchase and operations management are closely linked.
A: Correct
B: Correct to a great extent